Organisational culture is forever evolving. We often see our role in HR as steering, supporting or even shepherding this evolution. Too often the view is primarily seen as top down only, with a clarity of vision from the senior leaders that will shape the aspirational culture. How would we get the entire organisation involved in co-creating the future, and sharing what they will support or not tolerate? Like in any relationship, the clues lie in the connection and discussion. So we ask and we listen…at scale.

• Why do we need to change how we engage?
• Driving a shift to employee listening strategy
• Supporting the ongoing culture change
• Leadership and sustaining the dialogue

The presentation will showcase the approach Linde PLC is taking globally to identify talent and to ensure a sustainable succession planning.

• Identifying talent
• Potential identification
• Potential dimensions
• Sustainable succession planning

Creating a human centric leadership culture at ACCOR (250,000 employees around the globe,) has been a remarkable experience. Our experiential blended journeys takes global leaders through a 6 months journey to gain insights on to topics such as vulnerability, resilience, Emotional Intelligence, Diversity & Inclusion, Empathy, and work-life harmony.

• Creation of the journeys: co-design between regions and global (internal)
• Learning for all: blended journeys are available for all levels of leadership in 19 languages
• Accountability for learning and growth: empowering employees to up-skill and leveraging their strengths

Talent management is seen as ‘part art, part science’. Instead of looking for new tools, new guides or new assessments, what about taking going back to basics? Value-driven talent is a way to consider how companies can allocate people capital in the same way as they allocate their financial and operational capital.